How to Attract Excellent Talents in 2022

Massive changes in the way people view work and the meaning it brings to their lives has created the biggest talent crisis in recent history.

This is something unprecedented. Today, 41% of the global workforce is considering quitting, and 36% of them have quit even before a new job is available.

What’s happening? For many office workers, major changes in their lives and the way they work have essentially flattened Maslow’s hierarchy of needs.

In the past, job security, decent pay, or at least promotion opportunities were clearly what workers received when joining the organization. Now, a large number of employees not only want to feel invested in the work they do, but they also want to see their employers invested in the things they value and believe in.

Employees want:

Feeling valued
Feel a sense of belonging among caring and trustworthy colleagues

See the potential for growth
Flexibility to balance work with their personal life

So why do we still see the “Employee Value Positioning” (EVP) strategies from 2019 in the market when so much has changed since then?

With so much effort to get out of the “Great Labor Crisis” unscathed, employers must start from scratch and create a strong EVP that fully demonstrates their commitment to the employee experience. , while promoting a corporate culture where everyone can reach their full potential, feel valued, and do great work.

Every organization must update its talent strategy — starting with the new employee value proposition as a foundation for attracting and retaining top talent.

Through our recent experience helping clients build and implement EVPs, we’ve identified five must-have truths for any organization’s EVP to be successful:

• EVP must be fully aligned with purpose. People increasingly want to join organizations that have a larger purpose beyond profit. Make sure your EVP clearly articulates this purpose and ties in with the employee experience and the employee’s role in helping your organization achieve better.
• You have to build a culture of familiarity, flexibility, and growth. How does your organization facilitate connection and inclusion? How does the organization help people learn and grow? How does the organization meet people’s unique needs? These are the questions people ask during their job search and within the company they work for.
• You have to understand before you can act. Involving your employees in the creative process is critical to ensuring your EVP is both realistic and inspirational. And giving your people a chance to show off and let the world know how good your organization is is the most effective way for your EVP to succeed.
• Your EVP should really be yours and people-oriented. Make it truly yours by emphasizing what your organization values. This means making sure you tell the story of who you are and what you stand for. It is important to connect social factors, diversity, inclusion and sustainability to your EVP. This is what current employees and candidates are looking for, so make sure they clearly see who you are.
• Your words and actions must match the employee’s experience. Balance talking about where you’re going (the company’s ambitions and goals) with what you’re doing to get there. Anything you say to the world will be meaningless if your internal environment and actions go against what you say.

Refreshing your EVP is the first step to winning the war for talent today and in the years to come. But that’s not the only step. Changes in the world of work will continue to change, with far-reaching effects on every aspect of the employee lifecycle and even future business models. And remember, refreshing your EVP isn’t a one-size-fits-all approach. Every organization has different needs, so consider that as you update your talent strategies.

Michelle Mahony

Harvard Business Review page

Compiled and compiled by GEM . Academy of Management